EVN/VIETNAM DELIVERING GENDER EQUALITY: A BEST PRACTICES FRAMEWORK FOR MALE-DOMINATED INDUSTRIES PRESENTED BY ENGENDERING UTILITIES ACKNOWLEDGEMENTS This version of the Best Practices Framework was written by Jasmine Boehm, Elicia Blumberg, Laura Fischer-Colbrie, Morgan Hillenbrand, Jessica Menon, Khumo Mokhethi, Hayley Samu (Tetra Tech), as well as Frances Houck (Iris Group). This report is an adapted version of the original first version of the report authored by Dr. Brooks Holtom (Georgetown University), Brenda Quiroz Maday (RTI International) and Clare Novak (Energy Markets Group) published in 2018, with support from Melissa Dunn and Sarah Frazer (RTI International). The authors would like to thank Corinne Hart (USAID), Denise Mortimer (USAID), Portia Persley (USAID) and Amanda Valenta (USAID) for their comments and contributions to this report, as well as contributions made by Karen Stefiszyn and Suzanne Maia to revisions made during the second version published in 2019. Contract: IDIQ No. AID-OAA-1-13-00015 Task Order: AID-OAA-TO-13-00048 This document was produced by Tetra Tech, Inc. for USAID’s Office of Energy and Infrastructure, Energy Division within the Bureau of Economic Growth, Education and Environment in Washington, DC. January 2021 Suggested citation: USAID. (2021). Delivering Gender Equality: A Best Practices Framework for Male-Dominated Industries. Available at https://www.usaid.gov/energy/engendering-utilities/gender-equality-best-practices- framework. DISCLAIMER: The authors’ views expressed in this publication do not necessarily reflect the views of the United States Agency for International Development or the United States Government. CONTENTS ACKNOWLEDGEMENTS 1 FIGURES II ABBREVIATIONS III EXECUTIVE SUMMARY V WHY WAS THIS FRAMEWORK CREATED? 1 ABOUT ENGENDERING UTILITIES 1 METHODOLOGY 2 1. SELECT AND ADAPT EMPLOYEE LIFE CYCLE MODEL 2 2. CONDUCT LITERATURE REVIEW 4 3. SELECT BEST PRACTICES 4 4. IMPLEMENT BEST PRACTICES 4 5. MONITOR, EVALUATE, LEARN, AND ADAPT 5 WHY GENDER EQUALITY MATTERS 6 ADDRESSING GENDER EQUITY AND WOMEN’S LEADERSHIP IN THE ENERGY SECTOR 8 ADDRESSING GENDER EQUITY AND WOMEN’S LEADERSHIP IN THE WATER SECTOR 10 WHY INTERSECTIONALITY, DIVERSITY, AND INCLUSION MATTERS 12 USING THIS FRAMEWORK TO ADDRESS GENDER EQUALITY, DIVERSITY, AND INCLUSION IN TIMES OF CRISIS 17 HOW TO USE THIS FRAMEWORK 25 BEST PRACTICES FRAMEWORK 27 BEST PRACTICES: EMPLOYEE LIFE CYCLE 27 ATTRACTION AND TALENT OUTREACH 27 RECRUITING AND HIRING 36 ONBOARDING AND TRAINING 44 PERFORMANCE MANAGEMENT, COMPENSATION AND BENEFITS 57 TALENT AND LEADERSHIP DEVELOPMENT 67 RETENTION AND EMPLOYEE ENGAGEMENT 75 SUCCESSION PLANNING AND PROMOTION 81 SEPARATION AND RETIREMENT 83 BEST PRACTICES: ORGANIZATIONAL ENABLERS 85 CORPORATE CULTURE AND LEADERSHIP 85 COMPANY PERFORMANCE AND REPORTING 92 POLICIES AND GRIEVANCE MANAGEMENT 97 CORPORATE COMMUNICATIONS AND BRANDING 111 ANNEX I. GLOSSARY OF GENDER RELATED TERMS 118 USAID.GOV USAID DELIVERING GENDER EQUALITY: A BEST PRACTICES FRAMEWORK | i ANNEX II. BIBLIOGRAPHY 124 ANNEX III. PROFESSIONAL ORGANIZATIONS WITH MEMBER RESOURCES 157 FIGURES FIGURE 1: Employee Life Cycle .................................................................................................. v FIGURE 2. Attracting/Hiring Best Practices ............................................................................. vi FIGURE 3. Methodology for the Development of the Best Practices Framework ................ 2 FIGURE 4. Employee Life Cycle .................................................................................................. 3 USAID.GOV USAID DELIVERING GENDER EQUALITY: A BEST PRACTICES FRAMEWORK | ii ABBREVIATIONS BRPL BSES Rajdhani Power Limited CSR Corporate Social Responsibility EDCO Electricity Distribution Company (Jordan) EDESUR Edesur Dominicana, S.A. EDM Electricidade De Moçambique EEO Equal Employment Opportunity EGENCO Electricity Generation Company Malawi EKEDP Eko Electricity Distribution Plc (Nigeria) EVN EVN Macedonia D&I Diversity and Inclusion GBV Gender-Based Violence GDP Gross Domestic Product GEELP Gender Equity Executive Leadership Program GRI Global Reporting Initiative GRIDCo Ghana Grid Company Limited HR Human Resources HRIS HR Information System IBEDC Ibadan Electricity Distribution Company (Nigeria) IDECO Irbid District Electricity Company (Jordan) KOSTT Kosovë Operator Sistemi, Transmisioni Dhe Tregu KPI Key Performance Indicator KPLC Kenya Power and Lighting Company KSA Knowledge, Skills and Ability LEC Liberia Electricity Corporation LASURECO Lanao Del Sur Electric Cooperative M&E Monitoring and Evaluation MEL Monitoring, Evaluation and Learning MGI The McKinsey Global Institute USAID.GOV USAID DELIVERING GENDER EQUALITY: A BEST PRACTICES FRAMEWORK | iii OPTO Other Paid Time Off P&U Power and Utilities ROE Return on Equity SDG Sustainable Development Goal STAR Situation, Task, Action, Result STEM Science, Technology, Engineering, And Mathematics TPDDL Tata Power Delhi Distribution Limited UN United Nations USAID U. S. Agency for International Development VET Vocational Education and Training WEF World Economic Forum WEP Women’s Empowerment Principles USAID.GOV USAID DELIVERING GENDER EQUALITY: A BEST PRACTICES FRAMEWORK | iv EXECUTIVE SUMMARY Women and girls represent half of the world’s employment potential. Nonetheless, gender inequality persists globally and stagnates social progress. Effectively developing this talent is a key part of ensuring organizational competitiveness in the future. In addition, a growing body of evidence demonstrates a correlation between diversity at the executive level and a company’s performance. A study by McKinsey & Company analyzed more than 1,000 companies in 12 countries and concluded that gender-diverse companies are more likely to outperform their national industry average in terms of profitability.1 Despite the evidence demonstrating women’s value in the workforce, women continue to encounter structural barriers to participate in the world economy, particularly in industries traditionally dominated 2 by men. Globally, the labor force participation rate for women is 27% lower than the rate for men.1F On average, women work fewer hours for pay or profit either because they opt to work part-time or because part-time work is the only option available to them. In some countries, gender gaps in hourly 3 wage rates for similar work can reach 40 percent.2F According to World Economic Forum (WEF), with 4 current trends, the overall global gender gap can only be closed in 108 years.3F The U.S. Agency for International Development (USAID) is committed to both promoting gender equality and women’s empowerment and strengthening all workplaces, especially in male-dominated industries where significant equality gaps are observed, in order to fuel economic growth and social development. Through its Engendering Utilities program, USAID identified the employee life cycle as a key entry point to effecting long-lasting and impactful change within partner electricity and water utilities and identified applicability to other industries. From attraction and talent outreach to separation and retirement, there are numerous opportunities to promote gender equality within any workplace. This framework provides workplaces, particularly those in male-dominated industries, with global best practices and practical resources to identify gaps, define objectives, and establish a road map for sustained progress in integrating gender equity throughout their operations and corporate structures. As illustrated in Figure 1, the framework is divided into twelve categories, eight of which are phases of an employee life cycle, and four which represents organizational enablers for gender equity. FIGURE 1: Employee Life Cycle 1 McKinsey & Company. (2018). Still looking for room at the top: Ten years of research on women in the workplace. Available at https://www.mckinsey.com/featured-insights/gender-equality/still-looking-for-room-at-the-top-ten-years-of-research-on-women-in-the- workplace 2 International Labour Organization (ILO). ILOSTAT database. Data retrieved in April 2019 from https://www.ilo.org/ilostat/ 3 International Labour Organization (ILO). (2017). World Employment and Social Outlook: Trends for Women 2017. Available at https://www.ilo.org/global/research/global-reports/weso/trends-for-women2017/lang--en/index.htm 4 World Economic Forum (WEF). (2018). The Global Gender Gap Report 2018. Available at http://www3.weforum.org/docs/WEF_GGGR_2018.pdf USAID.GOV USAID DELIVERING GENDER EQUALITY: A BEST PRACTICES FRAMEWORK | v Within each phase, multiple best practices are outlined that are derived from an extensive literature review of global resources and complemented by lessons learned from USAID’s Engendering Utilities program. As illustrated in Figure 2, a description is provided for each best practice, as well as potential implementation challenges; examples of successful implementation; and tools, resources and templates that provide additional information on each best practice. FIGURE 2. ATTRACTING/HIRING BEST PRACTICES WHAT SUCCESS AVAILABLE PRACTICE DESCRIPTION OF CHALLENGES TO LOOKS LIKE RESOURCES AND PRACTICE IMPLEMENTATION TOOLS Revise job descriptions Validating competency- Utilities adopt Guide: Tips for RECRUITING and job ads to make them based job descriptions is gender inclusive Writing Better Job Attract more competency-based to time-consuming and neutral Ads (NCWIT) diverse women reduce potential bias (e.g., language and base Guide: Checklist candidates